All in Metrics

Managing Data-Intensive Programs and Projects: Selected Articles

I’ve created this special compendium of posts that are relevant to planning and managing data related programs and projects. There are four groups:

Dashboarding Open Data Program Governance

A key feature of the Project Open Data effort being managed by OMB and OSTP is that so much of it is being conducted in the open using accessible resources such as shared documentation, a defined metadata schema, and use of GitHub for capturing comments and issues. Agencies that want to involve private sector vendors in their open date efforts should consider the use and management of such tools as a required part of program governance and oversight (as long as sufficient staff and resources are provided to manage such efforts, of course).

Do People Really Understand What “Open Data” Means?

Ultimately the most important issue has to come down to deciding what level of data literacy citizens need. As the production and consumption of goods and services become more data-dependent in both developed and developing countries, it is reasonable to ask how much understanding of data and data related decisions people really need. I’ve referred to this elsewhere as data management literacy. Maybe we also need to consider data consumption literacy. After all, if people don’t understand or appreciate the services we’re providing, no amount of standardization, interoperability, or transparency is going to make any difference.
Still, knowing that data exist – which is what the inventories will tell us — is not the same as accessing and interpreting the data. Even assuming the public eventually gains access to the inventoried data, we’ll still need contextual information about the programs described by the data and measurement of the impacts these programs have.

How Are Open Data Programs Related to Investment Flows in Developing Countries?

Once data resources are digitized and made available for access and use, restricting or limiting their use can become difficult, complex, and expensive. Traditional and private sector institutions that rely too heavily on such distinctions for controlling social and business activities may find it difficult to adjust to and take advantage of such trends.